Elad Gil - High Growth Handbook

In companies, you have a dictator at the top, a CEO, or the founders. Then all of a sudden it turns back into a butterfly network, and now you report to a board, a bunch of people. And inherently, the founder-dictators tend to be very risk-prone. They have a lot of vision, they have a lot of drive, they know where they want to take the thing. They like to make risky moves and bets and pivots and turns. But boards don’t like that. Boards don’t like to be dragged along. It’s a group of people. It’s groupthink, it’s committee-think. No committee ever built anything great. So related to that, no board ever built anything great. Boards can be helpful; they can be sounding boards. But you do not want the board to be running the company. And the larger the board, the more you’re going to find yourself spending time just keeping them up-to-date and in sync.

Tags: #business

Every experienced board member will tell you that they favor private company boards of five or six people or less.” —Naval Ravikant

“Every experienced board member will tell you that they favor private company boards of five or six people or less.” —Naval Ravikant

One of the biggest challenges a company faces as it scales is to revamp its recruiting and employee onboarding processes

For each candidate for a given role, ask the same or similar interview questions. This

For each candidate for a given role, ask the same or similar interview questions. This will allow you to calibrate candidates across identical questions.

Tags: #business #interview

“One of the biggest determinants of candidate conversion is how quickly you interview them and how quickly you can make an offer.”

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There are a few other things that only the CEO can do, or that the CEO at least has to be heavily involved in, like recruiting and evangelizing the company to new hires, major customers, investors, whatever

“You have to get really good at saying no.” —Sam Altman